"When someone proposes something like "redesign the Files section" that's a grab-bag, not a project." Jason Yip Much L&D time continues to focus on the latest 'grab-bags' and not the real projects. A real project is redefining what now constitutes 'high performance' and why for leaders and workers in the digital era. A real project is helping leaders to stop describing everything using just industrial era metaphors. A real project is coaching leaders to start to keep score of what really creates value for workers today. A real project is actively helping to break down barriers that hold back organisations: i.   A lack of understanding of context ; (how are we creating value, for who and and why?); ii.  Inconsistent communication ; iii. The barriers to connection and participation . These real projects present a new opportunity for L&D to step up, to step forward and to change the conversation . (Meanwhile L&D

"Don't define your success using the measures preferred by the system you're trying to change." Jason Yip Assuming 'L&D' are trying to lead change? Most organisations have lots of infrastructure around problem identification and cost management but very little around continuous learning. Set repertoires and processes. Short term fixes. Tools and solutions. Content. How can 'L&D' shift from only identifying problems, creating 'solutions' and a focus on 'proof measurement', to enabling the evolution of the organisation and improving the quality of interaction and learning throughout? Paul works with L&D teams who seek to redefine the success measures in the organisations they serve